Business Process Reengineering Projects from PRS

Over the
last couple decades the PRS partners and associates have led business process reengineering
projects for a number of public sector clients.

Our
experience ranges from process mapping, gap analysis, process redesign and implementation project management and change management to support the move to the new processes.

The
following table presents a representative sample of business process reengineering projects and performance improvement initiatives for our public sector clients. Project references
available upon request.

Industry Canada: Reengineering of Administrative Service Centre. Developed the original Business Case, Conceptual Design and Implementation Strategy for the Industry Canada Service Centre, proving the capability of this reengineered Service Delivery Model to provide quality administrative services in an effective and cost efficient manner. Facilitated the Industry Canada Team, in the development of a ‘one-window’ model for providing administrative services to customers in the C.D. Howe Building.

Defence Construction Canada: Reengineering of Contract Services. Redesigned performance reporting tools and processes resulting in an 80% reduction in admin cost of reporting and analysis while improving the relevance of performance data.

CAVCO: Reengineering of Business Processes. Developed a new processing model for this Federal Tax Credit Program, based on risk management principles. The redesigned process, including modeling of new processes, identification of HR requirements and succession planning strategy, and documentation of standard operating procedures resulted in a 1000% increase in throughput (from four files per week per officer to 8 files per day per officer).

DND MSHQ: Reengineering of Administrative Processes. MSHQ was experiencing poor performance and missed deadlines in several key administrative processes including handing Access to Information Requests, Ministerial Inquiries, and document and records management. Assisted HQ staff to map existing processes and work flows, and to develop more efficient processes to reduce bottlenecks and wait times in key activities..

Health Canada DEC-PAC Secretariat Operations Reengineering. reengineering of the DEC-PAC Secretariat information dissemination to DEC-PAC and Extended DEC-PAC members, and to the Health Canada policy community at large.

DND CTC Gagetown: Reengineering of Base Support Services. Led the 14-person CTC Gagetown team to design a Most Efficient Organization (MEO) for all site support services, as part of DND’s Alternative Service Delivery process. Role included process mapping, service definition and costing to establish a baseline for support services, best practices review and comparison and facilitation of the MEO team to develop more efficient processes. Potential savings in excess of $20M on a $100M budget were documented.

Industry Canada: Best Practice Review of Revenue Validation. Conducted evaluation and redesign of Revenue Processing and Validation on behalf of client. Compared performance with stated goals, and redesigned businesses processes to close gaps and improve service delivery

Industry Canada Strategic Planning and Corporate Services: Organizational Review. Conducted an organizational review of the Strategic Planning and Corporate Services Branch for Industry Canada. Using a 360-degree methodology, key clients, staff, managers and peer network groups, 60 individuals in all, were interviewed. The organization’s strengths and weaknesses were evaluated in 15 key strategic areas, including operations effectiveness, organization agility, innovation ability, and learning culture. This evaluation established a baseline against which to measure organizational performance, as well as identifying those functions requiring corrective attention. A subsequent strategic planning session resulted in an action plan for improvement to those areas most critical to customer satisfaction.

ADM(IE) DBMT: Best Practices Review. CConducted an evaluation of Information Management/Information Technology services provided by DBMT(IE) to ADM(IE), for the Department of National Defence. This review involved a three-way comparison of the organization’s Information Management strategy and principles, accepted best practices and principles from other public and private organizations, and an evaluation of how closely actual performance reflected the stated goals of the organization. Documented recommendations to improve service delivery.

Terrasses de la Chaudiere: Reengineering of Administrative Services. Developed and implemented Change Management strategies for this large reengineering initiative, consisting of 17 separate sub-projects, encompassing 6 Federal Government departments in the Terrasses de la Chaudiere Complex. This project is one of the largest, and most successful government business process reengineering projects to date; savings from all phases of the project are estimated to be in excess of $1M annually.